Due to the expected decline in the working-age population, especially in European countries, people with disabilities are now more often recognized as a valuable resource in the workforce and research into disability and employment is more important than ever. This paper outlines the state of affairs of research on disability and employment. We thereby focus on one particular group of people with disabilities, that is to say people with mental disabilities. We define disability according to the International Classification of Functioning, Disability and Health (ICF) of the World Health Organization, by that recognizing that disability results from the interaction of person and environment. Key issues, including the complexity of defining disability, the legal situation in Europe and North America concerning disability at work, and barriers and enablers to employment, are discussed. For each of the topics we show important findings in the existing literature and indicate where more indepth research is needed. We finalize with a concrete research agenda on disability and employment and provide recommendations for practice.

In this article, we build on theories of team adaptation by exploring the role of team members' cognitive knowledge structures in team adaptation to a changing task context. We introduce the notion of mental model updating as the extent to which team members update their mental models in reaction to a change in the task situation. In a laboratory study we investigate the relations between initial mental model similarity and accuracy, team mental model updating, the development of novel interaction patterns, and postchange team performance. The results indicate that mental model updating is positively related to postchange team performance. Also, team adaptation patterns accounted for the effect of mental model updating on postchange team performance. We did not find evidence for a positive relation between initial mental model similarity and accuracy and mental model updating.

Although, recent research has started to accumulate findings on factors that affect the acceptance of employees with disabilities, many gaps remain in the understanding of the concept of acceptance and its relation to the employment of people with disabilities.

SummaryMultidisciplinary crisis management teams consist of highly experienced professionals who combine their discipline-specific expertise in order to respond to critical situations characterized by high levels of uncertainty, complexity, and dynamism. Although the existing literatures on team information processing and decision-making are mature, research specifically investigating multidisciplinary teams facing crisis situations is limited; however, given increasingly turbulent external environments that produce complex crisis situations, increasing numbers of organizations are likely to call upon multidisciplinary teams to address such events. In this paper, we investigate information processing and decision-making behaviors in an exploratory study of 12 organizational multidisciplinary crisis management teams. We identify three types of information sharing and track the emergence of distinct communicative phases as well as differences between high-and low-performing teams in the occurrence of sequences of information sharing behaviors. We close by discussing implications for research in this area and for managers of crisis management teams.

In competitive and dynamic contexts team members need to be creative to ensure that teams achieve high levels of performance and feel satisfied with their work. At the same time, team members need to have a shared understanding regarding relevant aspects related to task accomplishment and team interaction. In this study we investigate the mediating mechanisms of intra‐group conflict and creativity in the relationship between shared mental models and team effectiveness (team performance and satisfaction). We tested our model in a sample of 161 teams (735 individuals) performing in a management simulation. We collected data at three time points. Our results suggest that high shared mental models are related to low levels of intra‐group conflict, foster creativity, and in turn improve team performance and satisfaction. These findings contribute to a scarce thematic – the relationship between shared mental models and creativity – emphasizing the importance of a shared understanding for creativity and team effectiveness.

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A temporal common ground for learning: The moderating effect of shared mental models on the relation between team learning behaviours and performance improvement.

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